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on Project, Program and Portfolio Management |
| By: | Jarvis, Stephen |
| Abstract: | Large infrastructure projects can have important social benefits, but also prompt strong local opposition. This is often attributed to NIMBY (Not In My Backyard) attitudes. I study the economic costs of NIMBYism and local planning restrictions by looking at renewable energy projects. Using hedonic methods I find that wind projects can impose significant external local costs, while solar projects do not. I then show that planning officials are particularly sensitive to local costs in their area. The resulting misallocation of investment may have increased wind power deployment costs by 10-29%. I conclude by examining compensation payments as a policy solution. |
| JEL: | Q42 R11 Q51 Q31 |
| Date: | 2021–11 |
| URL: | http://d.repec.org/n?u=RePEc:ehl:lserod:113653&r= |
| By: | Fabienne Garcia (VALLOREM - Val de Loire Recherche en Management - UT - Université de Tours - UO - Université d'Orléans) |
| Abstract: | Digital transformation of supply chains (SC) involves the deployment of complex projects, for which lean and agile management methods can be appropriate (Gaudenzi and Chrisopher, 2016). Visual management (VM) takes part of methods used in lean management and continuous improvement. Whereas VM has long been limited to shopfloor context, Obeya was introduced as a VM method for innovation and development projects to facilitate information sharing, collaboration and rapid decisions (Javadi et al., 2013). Geographically located in a single room, literally big room, traditional Obeya has proved its performance to deal with complex projects in a single location unit (Majava et al., 2019; Canonico et al., 2020). However, supply chain projects often gather people and teams from multiple locations and organizations. Virtual Obeya may address this issue and enable distributed SC project collaboration. With Covid experience of confinement, technologies used for Virtual Obeya have spread and gained audience while the need for teams using traditional Obeya to turn on the virtual form has revealed necessary. This extended abstract provides a synthesis on Obeya method for project management and presents how virtual Obeya can contribute to supply chain projects. |
| Keywords: | project management,Obeya,collaboration,lean,virtual |
| Date: | 2021–09–29 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:halshs-03521402&r= |
| By: | Khoudia Guèye (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine); Loïc Comino (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine); Antonietta Specogna (2LPN - Laboratoire lorrain de psychologie et neurosciences de la dynamique des comportements - UL - Université de Lorraine); Karine Useldinger (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine); Hélène Yildiz (CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine) |
| Abstract: | Thionville city has taken up the initiative "city core action", in the form of a hackathon designed around the theme "rethinking the consumption journey in the city center". As part of a research program, we are studying how this project can be a lever of attractiveness through : 1) the study of representations associated with this type of event, 2) the focus on interactions during the hackathon, related to works that question interpretations of actors of a territorial collaborative innovative project and 3) the inscription of such an event in the economic reality of the territory, in a longitudinal perspective. |
| Abstract: | Thionville s'est emparée de l'initiative « Action coeur de ville », sous la forme d'un hackathon conçu autour du thème « repenser le parcours de consommation en centre-ville ». Dans le cadre d'un programme de recherche, nous étudions la manière dont ce projet peut être un levier d'attractivité à travers : 1) l'étude des représentations associées à ce type d'évènement, 2) le focus sur les interactions durant le hackathon, dans la continuité des travaux qui questionnent les interprétations multiples des acteurs d'un projet innovant collaboratif territorial et 3) l'inscription d'un tel évènement dans la réalité économique du territoire, dans une perspective longitudinale. |
| Keywords: | territory,project,hackathon,innovation,territoire,projet |
| Date: | 2021–06–11 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-03517265&r= |
| By: | Angulo, Laura; Godínez, Raúl |
| Abstract: | The improvement of road infrastructure in areas of low economic development is one of the mechanisms used to reduce poverty. However, the literature establishes that other conditions or complementary measures are necessary for a correct use of these projects. An example of poor use of road resources is Kukra Hill, where the unequal distribution of benefits originated from the El Rama - Kukra Hill Highway Project affects families with low purchasing power. The conclusions obtained from this research are applicable to the rural sector of other developing countries, making contributions to the study of development projects in favor of the most vulnerable sector of the population. |
| Keywords: | Development economics; Kukra Hill; Poverty reduction; Documentary; Highway project |
| JEL: | I00 O2 R53 |
| Date: | 2021–03–15 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:110284&r= |
| By: | Rémi Mougin (VALLOREM - Val de Loire Recherche en Management - UO - Université d'Orléans - UT - Université de Tours) |
| Abstract: | « While the journey begins with the firm's consideration of what others in the field are being said to accomplish with the innovation, it ends with its consideration of what it has itself achieved. » (Swanson et Ramiller, 2004). This quote from the creators of the organizing vision suggests the need for structures that are going through an innovation process to introspect on the assets they hold. Swanson and Ramiller's (1997) observation of the organizing vision (OV) around an innovation is defined as follows: "An organizing vision is a community focal idea for the application of information technology in organizations." In 2004, they state that an "organizational vision is usually recognizable by one or a few 'buzzwords' that serve as a thematic label for the discourse of the broader community.". It is therefore primarily a discourse to guide and outline the course of an innovation in an organization. It clarifies the reasons for its existence and gives it meaning in order to mobilize actors in its implementation. However, these discourses mainly analysed journal articles and case studies are fewer. Among them, none proposes to identify knowledge sharing, in the sense of information for coordinating activities and practices, as a founding element of the OV discourse and its "authorized discourse". Our objective is to show the importance of knowledge sharing on the construction of an organizing vision within a health information system (IS) project and to identify it as a source of convergence between actors. It seems interesting to us to extend the exploratory study by Swanson and Ramiller (2003) in order to give concrete organizational keys to IS project managers and to bring the concept of knowledge sharing closer to that of the organizing vision. We believe that there is a practical interest in this. Indeed, we hypothesize that knowledge sharing has an influence on the organizing vision because it is a lever for action to encourage inter-organizational interaction that will allow a better understanding of the practices and expectations of each of the actors in order to achieve the success of a project. Our research was conducted within a Groupement Hospitalier Territorial (GHT) composed of a dozen health establishments, which found itself obliged to change the IT publisher for its Electronic Patient Record (EPR) because the current provider was leaving the French market. This opportunity was seen as a chance to reconcile inter-organizational practices and facilitate the sharing of patient information between institutions. The healthcare sector is particularly interesting for its complexity and technical knowledge with high operational stakes. We will see that in 2010, Morr and Subercaze identified several particularities specific to the healthcare domain for managing knowledge in the context of an information system project. The organizing vision (OV) is composed of 3 elements (interpretation, mobilization and legitimization) that will serve as objects for classifying the discourse. The 4 stratums of the OV (Carton et al., 2016), in turn, will determine the framework of our observation. Our methodology is based on the work of Swanson and Ramiller (2003), and will consist of a qualitative study of the process used to analyse what was said during semi-structured interviews and project scoping meetings by the actors. The main purpose of these scoping meetings is to share knowledge and data between the different institutions. They are also necessary for the work of the external service provider. Thus, after creating a matrix made up of the feelings of the different stakeholders and of the three elements of the organizing vision, we will analyse the discourse of each group of project stakeholders. This classification should make it possible to highlight the predominance of the language elements used and the feelings to which they are attached during the knowledge sharing phase, and then to compare them with the 4 stratums of the organizing vision. Our initial analyses of the project leaders' comments on the referents allow us to draw some initial results in this start-up period of the project. On the aspects of mobilization, the decision-makers are voluntarily positive to encourage the participation of a maximum number of people. However, the legitimization of the service provider is struck by comments that inspire mistrust and this can be explained by the classic mistrust of the client towards his service provider. Finally, the comments about the information system itself are neutral until we see the first tests in situation. Once our study is completed, we would like to extend the work of Swanson and Ramiller to further associate the notion of knowledge sharing with that of the organizing vision. Indeed, their 2003 article mentions knowledge transfer problems in the case studied and the usefulness for information system managers to have certain organizational bases. Also, the study of the actors' feelings during knowledge sharing is a new element in this type of analysis because it can have an influence on the development of the project. |
| Abstract: | « While the journey begins with the firm's consideration of what others in the field are being said to accomplish with the innovation, it ends with its consideration of what it has itself achieved. » (Swanson et Ramiller, 2004). Cette citation des créateurs de la vision organisante avance la nécessaire introspection des structures qui traversent un processus d'innovation sur les atouts qu'elles détiennent. L'observation de la vision organisante (VO) autour d'une innovation de Swanson et Ramiller (1997) est définie ainsi : « Une vision d'organisation est une idée focale de la communauté pour l'application de la technologie de l'information dans les organisations. » En 2004, ils précisent qu'une « vision organisationnelle est généralement reconnaissable par un ou quelques "mots à la mode" (Buzzword) qui servent d'étiquette thématique pour le discours de la communauté au sens large. ». Il s'agit donc principalement d'un discours permettant de guider et d'exposer le cap d'une innovation dans une organisation. Cela éclaircit les raisons de son existence et lui donne un sens afin de mobiliser les acteurs dans sa mise en oeuvre. Cependant, ces discours ont principalement analysé des articles de revue et les études de cas sont plus rares. Parmi elles, aucune ne propose d'identifier le partage de connaissances, au sens des informations de coordination des activités et des pratiques, comme un élément fondateur du discours de la VO et ses « propos autorisés ». Notre objectif est de montrer l'importance du partage de connaissances sur la construction d'une vision organisante au sein d'un projet en système d'information (SI) en santé et de l'identifier comme source de convergence des acteurs. Il nous paraît intéressant de prolonger l'étude exploratoire de Swanson et Ramiller (2003) afin de donner des clés organisationnelles concrètes aux managers de projet SI et de rapprocher davantage le concept de partage de connaissances de celui de la vision organisante. Nous pensons qu'il y a un intérêt pratique à cela. En effet, nous émettons l'hypothèse que le partage de connaissances a une influence sur la vision organisante car c'est un levier d'action pour inciter l'interaction inter-organisationnelle qui permettra une meilleure compréhension des pratiques et des attentes de chacun des acteurs pour aboutir à la réussite d'un projet. Notre recherche s'établit au sein d'un Groupement Hospitalier Territorial (GHT) composé d'une douzaine d'établissements de santé, qui se retrouve dans l'obligation de changer d'éditeur informatique pour son Dossier Patient Informatisé (DPI) car le prestataire actuel quitte le marché français. Cette occasion a été perçue comme une opportunité d'un rapprochement des pratiques inter-organisationnelles et d'une facilitation de partage d'informations patient entre établissements. Le secteur de la santé est particulièrement intéressant pour sa complexité et ses connaissances techniques à forts enjeux opérationnels. Nous verrons qu'en 2010, Morr et Subercaze ont relevé plusieurs particularités propres au domaine de la santé pour gérer la connaissance dans le cadre d'un projet en système d'information. La vision organisante (VO) se compose de 3 éléments (l'interprétation, la mobilisation et la légitimation) qui nous serviront d'objets de classement du discours. Les 4 strates de la VO (Carton et al., 2016), quant à elles, détermineront le cadre de notre observation. Notre méthodologie est basée sur les travaux de Swanson et Ramiller (2003), elle consistera en une étude qualitative du processus utilisé pour analyser les propos tenus lors d'entretiens semidirectifs et des réunions de cadrage du projet par les acteurs. Ces réunions de cadrage ont pour thème principal le partage de connaissances et de données entre les différents établissements. Elles sont également nécessaires au travail du prestataire externe. Ainsi, après avoir créé une matrice constituée du ressenti des différentes parties prenantes et des 3 éléments de la vision organisante, nous allons analyser le discours de chaque groupe d'acteurs du projet. Cette classification doit permettre de faire ressortir la prédominance des éléments de langage utilisés et les sentiments auxquels ils sont rattachés pendant la phase de partage de connaissances, pour ensuite les confronter aux 4 strates de la vision organisante. Nos premières analyses sur les propos des chefs de projets vis-à-vis des référents nous permettent de dessiner de premiers résultats dans cette période de démarrage du projet. Sur les aspects de mobilisation, les décideurs se montrent volontairement positifs pour encourager la participation d'un maximum de personnes. Cependant, la légitimation du prestataire est frappée par des propos inspirant la défiance et cela peut s'expliquer par la méfiance assez classique du client envers son prestataire. Enfin, les propos sur le système d'information en lui-même sont neutres en attendant de voir les premiers tests en situation. Une fois notre étude terminée, nous souhaitons prolonger les travaux de Swanson et Ramiller pour associer davantage la notion de partage de connaissances à celle de la vision organisante. En effet, leur article de 2003 mentionne des problèmes de transfert de connaissances dans le cas étudié et l'utilité pour les managers en système d'information d'avoir certaines bases organisationnelles. |
| Date: | 2021–11–24 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-03482384&r= |
| By: | Katie Bodenlos |
| Abstract: | This strategy spotlight describes an innovative strategy that a U.S. Department of Labor grantee used to address the opioid crisis through the workforce system. |
| Keywords: | Opioid use disorder, employers, recovery friendly workplace, Project ECHO |
| URL: | http://d.repec.org/n?u=RePEc:mpr:mprres:43bf434a27184bd88d5e309e7a6ab934&r= |
| By: | Lamia Amirat (Université Abderrahmane Mira [Béjaïa]); Tayeb Chabi (Université Abderrahmane Mira, Algeria) |
| Abstract: | The purpose of this study is to explain the decision to finance business creation projects through a sample of 20 funders located in the wilaya of Bejaia. The results proved the statistical significance of six variables, among thirteen proposed. These are the experience, the relationship, the financial projections, the type of funding, the amount of funding and the guarantees. Our recommendations relate to institutional, regulatory and technical considerations. |
| Abstract: | L'objectif de cette étude est d'expliquer la décision de financement de projets d'entreprises à travers un échantillon de 20 bailleurs de fonds situés dans la wilaya de Bejaia. Les résultats ont prouvé la significativité statistique de six variables, parmi treize proposées. Il s'agit de l'expérience, de la relation, des projections financières, du type du financement, du montant du financement et des garanties. Nos recommandations portent sur des considérations à la fois institutionnelles, réglementaires et techniques. |
| Keywords: | Bejaia,décision,financement,création d'entreprises,facteurs G21,G24,M13 Bejaia,decision,financing,business creation,factors G21,M13 |
| Date: | 2021–12–30 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-03505958&r= |
| By: | Abate, Gashaw Tadesse; de Brauw, Alan; Minot, Nicholas; Vos, Rob; Warner, James M.; Wassie, Solomon B.; Yang, Shijie |
| Abstract: | This paper provides a quantitative impact assessment of the community-based integrated natural resources management project (CBINReMP) in the Lake Tana region in Ethiopia during 2011-2019. By promoting greater community participation, the CBINReMP provided support to watershed communities for the restoration of degraded soils and water sources, rehabilitation of forests, as well as in obtaining access to secure land titles and practices for climate change adaptation. The project further provided support towards diversification of incomes in off-farm activities and incentives for women’s empowerment and youth employment. This way the project aimed to support rural livelihoods through improvements in household incomes, dietary diversity, agricultural productivity, and resilience to climatic shocks, among other livelihood objectives. To assess the project’s impacts, the study had to deal with numerous methodological complications owing to as the project’s nature and design. The lack of a proper baseline survey, incomplete information about targeted watershed communities and often lack of clear distinction lines between the project’s interventions and support provided to communities through other mechanisms made it hard to identify the true impact of the CBINReMP. Four additional challenges had to be faced: possible selection biases because of non-random placement (targeting) of the project; self-selection of beneficiaries into receiving the project; possible spatial spill-over effects of project benefits to non-treatment communities, and the project’s phased rollout. A propensity-score matching procedure was adopted to assess the CBINReMP’s impacts by comparing treatment (beneficiary) and control groups outcomes related to the livelihood indicators listed above. This paper discusses how the mentioned complications were addressed to provide a sound assessments of the project’s true impacts. While certain limitations remain, the key finding that can be drawn with confidence is that the CBINReMP had only very limited, quantitatively verifiable impact on rural livelihoods. It seems to have contributed to higher household incomes and some greater dietary diversity, but only where the project managed greater community participation. However, even for those beneficiaries, livelihood conditions had not become significantly more productive, diversified, resilient, or sustainable than those of the comparison group. The paper ends with recommendations on how to avoid methodological obstacles through better design of the M&E framework for multi-intervention, community-based projects. |
| Keywords: | ETHIOPIA; EAST AFRICA; AFRICA SOUTH OF SAHARA; AFRICA; evaluation; impact assessment; development projects; natural resources management; monitoring and evaluation; watershed management; CBINReMP; Lake Tana Watersheds (LTWs) |
| Date: | 2021 |
| URL: | http://d.repec.org/n?u=RePEc:fpr:ifprid:2069&r= |
| By: | Julia Bachtrögler-Unger; Anabela Marques Santos; Andrea Conte (European Commission, Joint Research Centre) |
| Abstract: | The European Regional Development Fund (ERDF) aims to strengthen economic, social and territorial cohesion in Europe by correcting imbalances between its regions. Both the governance of the ERDF as well as its widespread territorial coverage require a significant effort in gathering complete statistical information from many different national sources on its beneficiaries. In order to support analytical and impact assessment activities, the research collaboration between JRC and WIFO led to the construction of a unique dataset with around 600,000 ERDF projects in the EU 27 plus UK during the programming period 2014-2020. The dataset includes financial information standardised and comparable across member states based on existing taxonomies. Data include a brief description of the projects, their location at regional level, and name of beneficiaries, among other relevant information. Projects are classified by Key Enabling Technologies, Societal Grand Challenges, energy areas and by objectives of the EU Mission Ocean. Data on funded projects are particularly relevant for policy evaluation and monitoring since they allow complementing macro-statistical information and provide additional insights into regional specialisation and funding patterns/impacts. |
| Date: | 2022–02–22 |
| URL: | http://d.repec.org/n?u=RePEc:wfo:rbrief:y:2021:i:&r= |